Diversity
Glass ceiling
Necessity to managing diversity
Defined as a phenomenon that limits the advancement of women and other minorities in positions in organisations
SOLUTIONS FOR SOCIAL DILEMMAS
Social Identity Theory
Australian population
28% born overseas
Third highest in the world
Overcoming individual &
managerial participation
Overcoming organisational participation
Embracing the LGBT community
individuals validate identity by favouring 'in groups' at the expense of their 'out groups'
SOCIAL DILEMMAS OF WORKPLACE DIVERSITY
Only 25 % are women(Au)
INDIVIDUAL PARTICIPATION
Avoid forming legislations that favour a certain class
MANAGERIAL PARTICIPATION
ORGANISATIONAL PARTICIPATION
Globalisation creates the need to understand consumers across the world
However, 40% of public service senior exec. positions are filled by women.
Success of organisation - depends whether individuals embrace diversity
Helping realise that embracing diversity is in people's best self-interest
Develop measurable objectives for diversity eg. evening out the amount of men and women employees by a certain date.
Focusing on the individual
Creating a work environment that facilitates diversity
Indigenous Australians comprise of 2.4% of the population
Over 300 different languages
Overseas-born residents contribute to more than 50% of population growth
Try to avoid blockages in communication
Eastern European and Scandinavian countries lead the way in abolishing the glass ceiling
Informal syb-groups may be formed resulting in competition
shared social identity increases perceived differences between individuals belonging to different groups
Overcoming the glass ceiling
Managers to encourage inclusion
Changing the roles of societal norms for women
Over the next 50 years, 1⁄4 Australians will be 65 years or older
Consequence of individual participation
Managers tend to recruit similar individuals
One of 4 core labour standards of the ILO
Introducing gender quotas for company boards
Misfits tend to leave
Elimination of discrimination in respect of employment and occupation
Eradicating gender bias
Individuals seek similar managers
Necessary precondition for continuous innovation
Encourage communication between different groups
Homogeneous workplace
Deprived of benefits of diversity
A more representative blend of women and men in senior roles
Power battles
Changing composition of the labour market
Managers to be provided with inclusion training
Attracting the right kind of talent, irrespective of their personal characteristics, and retaining such talent
Form legislations that implement and promote diversity in the workplace
Implementing educational systems promoting diversity in primary and secondary levels
Depends on how individual and managerial dilemmas are dealt with
Incorrect perception of relation between homogeneous workplace and employee turnover
The phrase “glass ceiling” is used to describe the difficulties faced by women when trying to move to higher roles in a male-dominated hierarchy
Short term costs are focussed
less focus on long term benefits
Barriers for recruiting highly talented employees created